measurement of sugar cane chain in brazil

8/4/2019 Measurement of Sugar Cane Chain in Brazil

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2010 International Food and Agribusiness Management Association (IAMA). All rights reserved. 37

International Food and Agribusiness Management Review

Volume 13, Issue 3, 2010

Measurement of Sugar Cane Chain in Brazil

Marco Fava Nevesa, Vinicius Gustavo Trombinb and Matheus Alberto Consolic

aProfessor, School of Economics and Business (FEARP) University of So Paulo-Riberio Preto,

Markestrat Research Coordinator (Marketing & Strategy Projects and Research Center).

Av. dos Bandeirantes, 3900. FEARP. Bloco C, sl 64. So Paulo, Ribeiro Preto, 14.040-900, Brazil.

bResearcher, Markestrat (Marketing & Strategy Projects and Research Center).Rua Maestro Igncio Stabile,

520 - Bairro Alto da Boa Vista, So Paulo, Ribeiro Preto, 14.020-640, Brazil.

cPhD, Researcher, Markestrat (Marketing & Strategy Projects and Research Center).

Rua Maestro Igncio Stabile, 520 - Bairro Alto da Boa Vista, So Paulo, Ribeiro Preto, 14.020-640, Brazil.

Abstract

Despite the historical importance of the sugarcane business in Brazil, which is as old in thecountry as its colonization, it has never been photographed in widescreen. This research on themapping and quantification of business generated in the sugarcane chain in 2008 for the firsttime gives the scale of the entire sugarcane productive chain in Brazil. The sector now shows thenumbers that indicate the industrys role in building the country's GDP, as well as in jobcreation, tax generation, and the distribution (capillary) of economic activities.

By applying the method Strategic Management of Agro-Systems (GESIS), developed by the firstauthor, Professor Marcos Fava Neves, coordinator of the Marketing & Strategic Projects andResearch Center, USP (MARKESTRAT), it was found that the sugarcane sector GDP is around$28.1 billion USD, equivalent to almost 2% of the Brazilian GDPor almost all of the incomegenerated in a year in a country like Uruguay. The majority of the industrys inputs are local,explaining its favorable trade balance situation.

A series of new products has become increasingly more important and a major transformation isgoing on in this sector that has one of the oldest and, at the same time, most modern plants withregard to clean energy on the planet.

Keywords: chain mapping, chain quantification, agro-industry system, sugar cane sector,ethanol, sugar.

Corresponding author: Tel: + 55.16.3456.5555Email: [email protected]

Other contact information: V. G. Trombin: [email protected]. Consoli: [email protected]


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Fava Neves et al. / International Food and Agribusiness Management Review / Volume 13, Issue 3, 2010


Introduction

Sugar has historically been the mainstay of the Brazilian economy. It not only provides food andingredients into the food and beverage industry, but currently, it also supports the energy sectorwith inputs for the bioenergy industry. Together, ethanol and sugarcane bagasse represent 15%

of the Brazilian energy matrix. It also supports significant levels of employment and taxrevenues throughout its supply chain.

According to The Brazilian Sugarcane Industry Association (UNICA), the largest organizationrepresenting the sugar and bioethanol sectors, Brazil is the worlds leading sugarcane producer.The 2008/09 harvest year saw a record crop estimated at 569 million tonnes of sugarcane,processed at around 423 plants nationwide. Of these, 248 were combined mills and distilleriesproducing both sugar and ethanol, while 159 produced just ethanol. All mills are self-sufficientin producing their own electricity needs. Production grew 85% in the last ten years due toincreased area and yield. As shown in Figure 1, sugarcane currently covers 8.49 million hectaresin Brazil, or 2.3% of the countrys total arable land.

Figure 1. Area and Yield of Brazilian Sugarcane ProductionSource. UNICA

Indeed, Brazilian sugar industry leaders are focusing on sustainability and social responsibilityissues because of their increasingly importance. Improving the workers quality of life, therational use of land and water, mitigating the effects of mechanized harvesting, and thepreservation of ecosystems are parts of the work agenda of the sector, which is one of the majoremployers in Brazil.

Although the advances are not modest, there is still much work ahead for the industry to groweven more. Externally, Brazil must convince critics that the increase in Brazilian sugarcaneproduction does not occur in forest and food production areas, and also demonstrate theregularity of ethanol supply and the sustainability of production (social, environmental, andeconomic). Internally, Brazil must show that there are a number of other benefits, in addition tofinancial savings, by using ethanol in their vehicles. This would justify further support from thefederal government, for example, through increasing the mixture of ethanol in gasoline from the


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current 25% to 30%, and a greater presence of the Brazilian Development Bank (BNDES),providing long-term financing to improve the competitiveness of the sector and moreinvestments on co-generation of electricity. One of justifying further support is to present theeconomic and social impact of the activity in the country.

In this sense, this paper brings data collected over four months, showing the financial outcomesgenerated in every link of the sugarcane productive chain, the jobs generated, taxes, and thesectoral GDP. Thus, the paper can help to enhance appreciation of the complexity of capturingvalue contributions for agribusiness industries. It can also be used by the sugarcane sector to getan active participation in the formulation of governmental politics for the industry and toinfluence the process of building the sugarcane image among the worlds opinion leaders.

The objective of this article is to apply the mapping and quantification method to the sugarcanechain in Brazil. The final information of this method is a one page description of a food chain,showing all the participants and the revenue of the different links of the productive chain in ayear of analysis. Besides these financial numbers, other results possible with the method are the

quantification of jobs and taxes generated by the chain in a year basis

1

.

Bibliographic Review

It is important to say that this article does not use a network approach, since the unit of analysisis not a network, it is a food chain. A food chain here is considered as limited by the boundariesof a particular country. Its actors are input suppliers, farmers, industry, distributors and serviceproviders. Like the Dutch flower chain, Danish pork chain, or other country chain.

Until the early 20th century, the concept of agribusiness was not used in the agro-food system,the families made their food and the excess was sold in local market. Later, production systems

have become specialists, decentralizing the stages of production, distribution and marketing.Even apart, all activities continued somehow interrelated, featuring a production chain. Theunderstanding of this new system became the interest of researchers leading them to formulatetheories that could explain the new approach (Watanabe 2005).

It is a traditional view that literature had coming from two different approaches, developed indifferent places and times. The first one was developed by Goldberg (1968) in the USA, whichpresented the term commodity system approach (CSA) in studying the citrus, wheat, and soyproduction systems. The CSA approach, beyond analyzing the traditional buyer-sellerrelationship, analyzes the institutional influences and concludes that the final destination ofagricultural products is not the final consumer but the agro industry, which influenced the

analysis of the subsystems that compose the agro industrial system.

The theoretical basis of the CSA is derived from the neoclassic theory of production and theLeontief input-output matrix. Such an approach was the basis for the introduction of inter-sector

1 This research is part of a broader effort of the Brazilian Sugarcane Industry Association (UNICA), the largestorganization in Brazil representing sugar, ethanol, and bioelectricity producers. The association is working toincrease knowledge about the sugar and ethanol industry and to convey to the public, in a concise and uniform way,the benefits of production and use of clean energy from renewable and sustainable agricultural origins.


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dependence and also expressed concern with the measurement intensity of inter-sector linking(Zylbersztajn, 2000). The CSA methodology emphasizes the sequence of producttransformations in the system.

Goldbergs research had its merit in changing the center of the analysis from inside the firm to

the system, which prevented dealing with the agricultural sector as isolated from the overalleconomy. The idea ofagribusiness reinforces the existing inter-sector bonds, in that it places theagricultural production as part of the commodity system, emphasizing its relations with the worldof business (Silva, 1991). Goldberg (1968) still stresses the importance of the systemicapproachs use to support cooperative decisions.

The second approach, proposed by Morvan (1985), considers a chain (filire) as linkedoperations for the transformation of a good. The chains are influenced by technology and havecomplementary interdependences, according to Batalha (2001). Thefilireanalysis applies to thesequence of activities that transforms one commodity into a product for final consumption andrepresents a tool of the French industrial economys school.

According to Morvan (1985), thefilireanalysis is an important instrument to describe systems,define technologies role in the framing of productive systems, organize integration studies, andanalyze industrial polices, firms, and association strategies.

Athough not used here, there are important additional contributive theories. The supply chain isviewed as a system that integrates raw material suppliers, factories, distribution services andconsumers (Stevens apudOmta et al., 2001). Furthermore, there is the network concept whenorganizations are directly involved in different processes that add value in the elaboration ofgoods and services until the final consumer (Christopher apudOmta et al., 2001).

Lazzarini et al. (2001) integrate chain and network concepts in a new study on net chains.According to these authors, the integration of these approaches allows the consideration ofexisting organizational interdependences in a network, as well as the different mechanisms ofcoordination (managerial plans, processes standardization, and adjustments) and sources of value(production and operations optimization, transaction cost reduction, diversity and "co-specialization" of knowledge).

Hardman et al. (2002) demonstrated the possibility of increasing the competitiveness of theSouth African apple chain exports through the cooperation among producers, packers, andexporters. From the ideas of CSA and thefilires, it is possible to develop tools and managerialactivities to improve the chains efficiency. Thus, the concepts ofSupply Chain Management(SCM) and the set of networks and net chain ideas are important theoretical concepts andempirical notions for the development of agro-industrial systems (Batalha & Silva, 2001).

After this introduction and delimitation of relevant literature, session 3 will bring details onprocedures and operationalization of the empirical research that quantified the sugar cane chain,for the year of 2008.


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Procedures and Operationalization

The first step in characterizing an analyzing a system is to define its boundaries, subsystems andtheir objectives. This will facilitate a definition for the systems environment (Malhotra, 2001).Batalha (2001) comments that for a chain analysis, the researcher must define the objectives to

be reached. The most important and difficult definitions are related to the analysis of scope andthe levels that should be detailed. Zylbersztajn (2000) also comments that the definition of thechains boundaries is dependent on the researchers purposes, which are generally focused on aflow of product. In this study, the established scope was the sugarcane chain in Brazil, focusingon sugar, ethanol, and their main derived products.

As it shown in Figure 2, the sequence of this methodology can be summarized in six stages. Thismethodology had been applied in several studies in Brazil, by Rossi and Neves (2004), Nevesand Lopes (2005), and Consoli and Neves (2006) in the PENSA (Agribusiness IntelligenceCenter)2 researches of the Brazilian wheat, orange and milk agro-industry systems, respectively.

Figure 2. Method of Mapping and Quantification of ChainsSource: Neves et al. (2004)

The first step consists of elaborating a preliminary description of the chain participants,represented in small boxes, based on theory and the researchers experience. It is also necessaryto scope which segments will be studied, keeping the focus on its central axle and the researchobjectives. This research was focused on sugarcane chain, contemplating the Goldberg (1968)notion of the CSA, as well as emphasizing a product as the starting point for the chain analysis.

After the chain description, the second step involves submitting the analysis to chain andindustry specialists and working with them to adjust the original framework to reflect theindustrys reality. It is very common to forget participants, agents, and this second stage helps tomap all possibilities.

The third stage consists of searching of the secondary data research, which according toMalhotra (2001) is collected for ends that differ from the problem of the research. This step

2 A program of the School of Economics, Business and Accounting at the University of Sao Paulo (USP).

W

O

R

K

S

H

O

P

Secondarydata research

Initialinterviews foradjustments

and validationof the design

Descriptionof the system

(design)

Primary dataresearch -

interviews withrepresentatives

of theorganizations

involved

QUANTIFICATION


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involves gathering secondary data from sources that have academic and statistical credibility,reputation, and integrity.

After the collection of the available secondary data, which in some countries and environmentsmay be very limited, starts the collection of primary data (fourth step), which are the data

originated by the researcher for the specific purpose of solving the problem in question (Mattar,1993; Malhotra, 2001). In this empirical research, in depth interviews were performed withrepresentatives of several organizations in the sugarcane sector. The major information needed isamount of sales of a particular segment of the chain, employment and taxes.

To select and define the interviews, it is first necessary to identify which data were not foundthrough the secondary data sources. To be interviewed, the agent needs to match somecharacteristicsi.e., have access to the information and data of the sector in study, haveknowledge and experience about the chain, be willing to collaborate with the research andestablish a communication channel for future contacts, and indicate other possible agent tocontribute with more data.

The quantification (fifth stage) involves determining the turnover of each sector in the chain,through each sectors companies revenues, and estimating several sub-sectors of the sugarcanechain. In order to guarantee the data reliability some secondary and primary data werecontrasted, attempting to find incongruous possibilities. In this process, at least two different datasources to check the results, with additional interviews with similar agents when needed.

Finally, in the sixth step is the data validation. It can be accomplished with a workshop, whereinformation were sent to participants prior to the event, and then discuss the numbers or bysending the materials to relevant agents of all the "boxes" of the chain, for verification. Afterthat, the research was presented to the press, National Congress and the most important Braziliansugarcane producers States, such as So Paulo, Gois, and Paran.

After definition of relevant literature and the procedures done for the empirical work, sessionfour brings the results.

Results: Description and Analysis of the Sugarcane Sector

The sugarcane chains GDP was $ 28.1 billion, equivalent to 2% of the Brazilian National GDPor almost the overall economic output produced in a country like Uruguay ($ 32 billion). Thechain GDP calculation was estimated by adding the sales of all final goods and services offeredin the economy. As shown in Table 1, subtracting sales taxes, the amount is $ 24.3 billion.

Figure 3 is the major output of this method, and represents the sugarcane chain, and the valuesbelow each link indicate its gross sales in this productive chain in 2008. Total gross revenue(financial movement of a chain in a year) of the sugarcane chain was about $ 86.8 billion. Thisvalue represents the sum of all estimated sales done by every link of the chain and the financialtransactions of the facilitating agents described.


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Table 1. Estimates of the sectors Gross Domestic Product based on the end products

Product

Domestic Market$

Exportation$

Total$

With Taxes Taxes Free Tax Exempt With TaxesTaxesFree

Ethanol

Hydrated 11.1 Ba 9.1 B 23.7 M 11.1 B 9.1 B

Anhydrous 2.9 B 2.2 B 2.3 B 5.3 B 4.6 BNon-energetic Uses 438.7 Mc 351.5 M n.d. 438.7 M 351.5 M

Sugar 5.2 Bd 4.4 B 5.4 B 10.7 B 9.9 B

Bioeletricity 389.6 Me 242.8 M n.d. 389.6 M 242.8 M

Yeast 21.4 M 19.4 M 42.2 M 63.6 M 61.6 M

Carbon Credits n.d n.d 3.4 M 3.4 M 3.4 M

Total 20.2 B 16.4 B 7.91 B 28.1 B 24.3 BaSales done by gas stations, considering the formal and informal markets.

bSales done by the ethanol plants to ethanol wholesale distributors, considering the formal and informal markets.

cSales done by ethanol plants to the beverage and cosmetics industries.

dSales done by sugar mills to the food industry added with the sales done by retailers to final consumers.

eSales done by the sugarcane mills and ethanol plants in energy auctions.

Source: Neves, Trombin, and Consoli, with data generated by MARKESTRAT (2009)

Before the Cane Farms Sectors

Agricultural Inputs

The agricultural inputs industry sold to the sugarcane chain about $ 9.2 billion in 2008, alsoconsidering the pesticides sales by agricultural cooperatives and dealers of $ 477.5 million.Figure 4 summarizes all the agricultural input revenues, which are detailed in the following text.

0 500 1.000 1.500 2.000 2.500 3.000

AutoPartsandMaintenance Services

Fertilizers

DieselandLubricants

Pesticides

Harvesters

Implements

Trucks

Tractors

TruckBodies, TrailersandSemitrailers

AgriculturalPPE

Lime

US$

TaxesonSales:IPI,ICMS,PISeCOFINS RevenueTaxFree

2.8 B

GrossRevenue

2.2 B

1,0B

768.4 M

426.5 M

425.6 M

331.3M

320.8M

233.3M

53.8M

50.5M

Figure 4. Agricultural Inputs SalesSource: Neves, Trombin and Consoli, with data generated by MARKESTRAT (2009).


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This chain accounted for 14% ($ 2.2 billion) of the agricultural fertilizer sales in Brazil, makingit the largest fertilizer market after soybeans and corn. Expansions in sugarcane production havecaused an increase in the demand for fertilizer despite unfavorable cane market conditions. Forexample, 36.3T of sugarcane purchased a ton of fertilizer in 2008 compared to 19.8T in 2007.This happened due to rising prices of fertilizer and the reduction of sugarcane prices. Sales of

lime to sugarcane plantations in 2008 were estimated at $ 50.5 million, corresponding to 2.9billion tons or 14% of national consumption.

In 2008, the pesticides industry had revenues of $768.4 million with this chain, 9.5% of the totalsales in the country (cooperatives were responsible for 61% of pesticides sales, dealersrepresented 2% and direct sales accounted for 37%). The sugarcane chain stands out among the3 cultures that consume more pesticides in the country, highlighting the importance of the sector.Almost four thousand tractors were sold to the chain, generating revenues of $ 320.8 million and9% of total tractors sales in the country. Sales coming from agriculture implements was about$425.6 million, including plows, disc harrows, subsoilers, and self-propelled irrigation systems,among other items. The auto parts sector jointly with machinery maintenance services hadrevenues of about $ 2.8 billion, including parts and labor force to maintain nearly 144 thousand

machines in operation, which each consume approximately $ 20.000 in maintenance per year. Inharvesters, the chain acquired 981 units, 22% of the total sold in 2008, accounting for a turnoverof 426.5 million. All burning must cease in So Paulo by 2014 in areas where mechanizedharvesting is possible.

In 2008, 1,962 heavy trucks (weight over 40 tons) were sold to the sector, 5% of this truckcategorys sales in the country, representing $ 331.3 million in sales. Truck bodies, trailers, andsemi-trailers were estimated at $ 233.3 million. In addition to the 488 truck bodies sold, thelicense plates of 4,856 trailers and semitrailers were registered, which accounted for about 9% oftotal sales to the heavy machine in Brazil, and an 11% increase over 2007. The agriculturalmechanized operations and the sugarcane transportation from farm to industry consumed about

1.0 billion liters of diesel fuel and lubricants, equivalent to $ 1.5 billion.

Results of Measurement on Farms

Sugarcane Production

The sugarcane 2008/09 harvest reached a record production of 568.9 million tons and a plantedarea of about 8.5 million hectares. The So Paulo State accounted for 68.6% of the sugarcanecrushing in the south-central region. The sugarcane was responsible for revenues of $ 11.5billion. The yield of raw material was 143.25 kg of total recoverable sugar (ATR) per ton ofsugarcane. The ATR average value was $ 0.14/ATR, and the sugarcane average price was $

20.23 per ton. As shown in Figure 5, the sugarcane from suppliers accounted for approximately44.5% of the industry demand ($5.1 billion) and 55.5% were harvested on the farms owned bythe mills, the called vertical integration ($6.3 billion).


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6.3 B

5.1 B

0 1.000 2.000 3.000 4.000 5.000 6.000 7.000

OwnedFarms

Fromsuppliers

US$

Figure 5. Sugarcane SalesSource: Neves, Trombin, and Consoli, with data generated by MARKESTRAT (2009).

Results of Measurement After Farms

Equipment, Industrial Services and Supplies

The sugarcane chain was the responsible for the purchase of $ 6.4 billion in industrial inputs. Theindustrial equipment and assembly services were estimated by considering the investments donein the 29 ethanol plants and sugar mills that started operation in 2008. Of the 29 industrial units,the premise adopted was that: four are sugar mills (3 have a milling capacity of 1.5 million tonsof sugarcane per year, and 1 has a capacity of 3 million tons) and 25 are ethanol plants (15 with amilling capacity of 1.5 million tons, and 10 with a capacity of 3 million tons).The average investment to assemble the industrial part of a sugar mill was estimated at $ 85 perton of sugarcane milling capacity and for an ethanol plant at approximately $75per ton. Table 2shows the proportion of the investment amount needed, and Table 3 details the investment inequipment.

Table 2. Proportion of Investment to Build a New Sugar Unit.Item % of the Total Investment

Equipments 60%

Electromechanical Assembly 7%

Constructions 13%

Electrical Installations 8%

Instrumentation/Automation 2%

Engineering Services, Thermal Insulation, and Painting 10%

Total: 100%Source: Prepared by MARKESTRAT from data provided by Procknor Engineering

Table 3. Proportion of the Equipment Investment per Equipment.Equipments % of the investment in equipments

Sugar Mill Ethanol PlantSteam Generators 25% 20%

Sugarcane Reception, Preparation, and Extraction System 20% 25%

Ethanol Manufacture 15% 30%

Sugar Manufacture 15% 0%

Turbines/Power Generators 10% 10%

Others 15% 15%

Total: 100% 100%

Source: Prepared by MARKESTRAT from data provided by Procknor Engineering


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In addition to investments related to the new units installation, it was also considered the salesof equipment and services for the maintenance of industrial units, which is performed betweencrushing sessions. Maintenance cost is $ 1.68/ton of sugarcane milled, being 62.50% spent onequipment and 37.50% spent on services. Given these assumptions, the revenue of the industrialequipment suppliers was estimated at approximately $ 3.4 billion. Sales of automation and

instrumentation were $ 269.7 million, and service providers of assembly and maintenance hadrevenues of approximately $ 1.1 billion.

The sugarcane chain had generated revenues of $ 463.8 million purchasing the products andspecialty chemicals for ethanol and sugar production, including quicklime, polymers (auxiliaryin the production of sugar and ethanol), yeast, water treatment, and ion-exchange resins, amongother inputs.

The fuel and oil consumption for the industrial operation was 70 million liters, generatingrevenues of $94.1 million. Costs of laboratory material were $15.4 million. Sacks of 50 kg forpacking sugar were $ 45.4 million, and big bags of 1,200 kg also for packing sugar were $ 14.6

million in 2008. Industrial PPE (Personal Protective Equipment) was $ 38.9 million. Figure 6summarizes the revenue generated with the industrial inputs.

Figure 6. Industrial Inputs SalesSource: Neves, Trombin, and Consoli, with data generated by MARKESTRAT (2009)

Sugar Mills and Ethanol Plants

The industry sold about $22.6 billion with all of the products, being $12.4 billion with ethanol,$9.7 billion with sugar, $389.6 million with bioelectricity, and $67.0 million with yeast,additives, and carbon credits. These products represent, respectively, 55%, 43%, 1.7%, and 0.3%of their sales.

0 500 1.000 1.500 2.000 2.500 3.000

Industrals Equipments

AssemblyandMaintenence Services

Constructions

ChemicalsProducts

ElectricalInstallations

Instrumentation/Automation OilandLubricants

Sacks

PPE

LaboratoryMaterial

BigBags

$

TaxesonSales:IPI,ICMS,PISeCOFINS RevenueTaxFree

3.4B

1.1B

594.7 M

463.8M

366.0M

269.7M

94.1 M

45.4M

38.9M

15.4 M

14.6 M

GrossRevenue


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This industry had $12.4 billion in sales with ethanol in 2008, considering the domestic andinternational markets.

Exports generated revenues of $2.3 billion (5.1 billion liters), being $1.1 billion for hydrousethanol and $1.2 billion for anhydrous ethanol. Exports of anhydrous ethanol were atypical in

2008. One reason for its growth was the increment of U.S. demand, due to the decrease in cropbecause of the flooding in the main producing region of the country, in addition to the significantincrease in the cost of oil, which exceeded $ 100/barrel during the year. The main buyers werethe United States (34%), Netherlands (26%), Jamaica (8%), and El Salvador (7%). However, thetotal exported volume is still small compared with total production, which already indicates greatpotential for growth, with volume multiplied 14 times since 2001.

The domestic market consumed 14.08 billion liters of hydrated ethanol in 2008, generating aturnover of $6.6 billion to the industry. The sales of hydrated ethanol have grown considerably inrecent years (compared with 2006, the increase was 87%). The main reason for this growth wasthe introduction of the flex fueled engine cars, which in 2008 accounted for 90% of the light

commercial vehicle sales in Brazil. The anhydrous ethanol in the internal market generated aturnover of $2.9 billion (6.48 billion liters). The major consumption of this product in Brazil is inblending with gasoline, currently at the rate of 25%.

Ethanol for non-energy uses has its destiny mainly to production of beverages, cosmetics,pharmaceuticals, and chemicals. According to data from the National Energy Balance, thisconsumption was 720 million liters ($438.7 million as turnover for the ethanol plants).Wholesale distributors earned $8.6 billion, and the fuel distribution service stations $11.1 billion.

The sugar mills earned $9.7 billion with sugar in 2008, counting sales to both the domestic andinternational markets. Exports generated revenues of $ 5.4 billion, being 67% with raw sugar and33% with white sugar. Major buyers are Russia, followed by Nigeria, Egypt, Saudi Arabia, andothers. The largest share of sugar production is destined for foreign markets. Production grew atrates much higher than the growth of Brazilian consumption, which remained stable over the last6 years on average at 3% per year.

The turnover in the domestic market was $4.0 billion with sugar. Sales to the food industry were$2.0 billion; sales to retailers were $1.6 billion, and wholesale, $580.5 million. Generallywholesalers transactions occur to sell for small factories and buyers. These wholesalers, inaddition to selling to the factories, sometimes pack the sugar and sell it for retail. The mainsugar-consuming industries are the producers of soft drinks (20%), candy and chocolates (10%),chemicals (10%), and milk (7%), with other industries accounting for 53%. Sugar for freshconsumption is crystal (61%), followed by refined sugar (36%). The wholesale industry hadearned $743.8 million with sugar, and the retail chains (supermarkets) $3.2 billion.

The bioelectricity generated from sugarcane bagasse increasingly stands out as an importantproduct of the industry, being sold to electricity markets. In 2008, about 30 plants had negotiated544 MW, representing annual revenue of $389.6 million.About 10% of the yeasts used in ethanol production, specifically in the fermentation of sugarcane, are recovered and dried to be used in the composition of animal feed. In 2008, yeast


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exports reached 32 thousand tons, generating revenues of $16.8 million.Jointly with the yeast, additives based on sugarcane yeast (such as the cell wall) are marketed. In2008, 13,400 tons of this product were exported, generating revenues of $25.4 million. In thedomestic market, 5,000 tons of additives were sold, representing a turnover of $10.33 million.Therefore, sales of yeast added to its additives reached about $21.4 million in the domestic

market and around $ 42.2 million in exports, totaling $63.6 million.

For carbon credits, in terms of trading volume, Brazil ranks third among the country vendors, butit still has only 3% of the market. China is the leader with 84%. The amount traded worldwide in2008 was 389 million tCO2e (tons of carbon dioxide equivalent), valued at $6.5 billion, 14% lessthan in 2007. The Brazilian participation in the carbon credit market occurs through the CleanDevelopment Mechanism (CDM), because it is the only mechanism of the Kyoto Protocol thatallows voluntary participation of the developing countries. The 68 Brazilian projects registeredby the United Nations Framework Convention on Climate Change (UNFCCC) on the carboncredit market generated an estimated reduction of 3.4 million tCO2e and a turnover ofapproximately $25.3 million in 2008, using the average price in 2008 recorded by the voluntary

market of $7.34 per tCO2e (tons of carbon dioxide equivalent). Of the 68 projects, 24 were fromthe sugar-energy sector, which generated an estimated decrease of 473.94 thousand tCO2e,valued at $3.4 million in 2008.

Bioplastic is one of the most promising innovations. If the planned investment really occurs, in ashort time this product will be a very important item in the sugar mills and ethanol plantsportfolios. It is estimated that the demand for this new product has already reached 600,000 tonsannually worldwide, although at 15% to 30% higher price than the conventional product.According to the Europe Institute of Bioplastics, almost 331,000 tons of bioplastics are producedtoday, which is less than 1% of synthesized plastics produced annually.

The Brazilian participation in the carbon credit market occurs through the Clean DevelopmentMechanism (CDM), because it is the only mechanism of the Kyoto Protocol that allowsvoluntary participation of the developing countries. The 68 Brazilian projects registered by theUnited Nations Framework Convention on Climate Change (UNFCCC) on the carbon creditmarket generated an estimated reduction of 3.45 million tCO2e and a turnover of approximately$25.3 million in 2008, using the average price in 2008 recorded by the voluntary market of $7.34per tCO2e. Of the 68 projects, 24 were from the sugarcane sector, which generated an estimateddecrease of 473.94 thousand tCO2e, valued at $ 3.4 million in 2008.

Bioplastic is one of the innovations for the exploitation of sugarcane bagasse. If the plannedinvestment really occurs, in a short time this product will be a very important item in the sugarmills and ethanol plants portfolios. It is estimated that the demand for this new product hasalready reached 600 K tons annually worldwide, although at 15% to 30% higher price than theconventional product. According to the Europe Institute of Bioplastics, almost 331 K tons ofbioplastics are produced today, which is less than 1% of synthesized plastics produced annually.The Brazilian bioplastics production is still at a minimum scale that is inadequate to put theproduct on the market.PHB Industrial, a company controlled by one of the most important groups of sugar mills inBrazil, has in its industrial park one of the first pilot projects of the country. In laboratory scale,


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the company can produce about 60 tons per year, which are currently exported to Japan, theUnited States, and Europe at an average price of $ 5/kg. However, very little of this material wassold effectively, and the majority was exported for developing applications with internationalcompanies. PHB Industrial is designing a plant to start operating at commercial scale in 2 to 3years. Media reports say the plant will eventually produce 10 thousand tons/year and will begin

operations in 2010.

Braskem, a Brazilian petrochemical company, currently has production capacity of about 12tons/year in a pilot plant and has announced investments to start production in 2011 ofapproximately 200 K tons per year. Dow Chemical reported the creation of the first ethanol hubthat is slated to produce 350 K tons/year starting in 2011. Copersucar, in partnership with theBelgian group Solvay, should produce 120,000 tons in 2010 (Source: ABDI).

If investments for 2010 materialize, press reports estimate that the alcohol chemistry industrywill require 650 million liters of ethanol annually. A large potential market signals unparalleledopportunities for the sector.

Facilitating Agents of the Sugar Cane Chain

Due to further industry consolidation, new groups have been taking the sugarcane business on aprofessional management basis with a focus on efficient operations and better financialallocation. This created a demand for outsourcing services on the operations of cutting, loading,and transportation of the sugarcane from farms to the plants, favoring the entry of specializedcompanies in sugarcane logistics operations. In 2008, the outsourced CLT (operationsoutsourced of cutting, loading, and transportation of sugarcane) had a turnover of $916.3 million.

The resources dedicated to road freight for sugar and ethanol exportation totaled $539.0 million.Of this total, spending on road freight for sugar exportation in the center-south region was$383.6 million, and the ports of Santos, in So Paulo State, and Paranagua, in Parana State, werethe main routes of exportation in 2008. Of that amount, freight export of ethanol totaled $155.4million. The sugar export freight over the Brazilian road system costs approximately $34.16/t,and ethanol freight costs $ 34.76/m3. The Revenues from tolls to export ethanol and sugar addedan amount of $79.9 million in 2008. The revenue from the Port of Santos on customs clearancesservices, lifting, and supervision of loading the sugar and ethanol was estimated at $213.5million in 2008. Almost 70% of the entire Brazilian ethanol and sugar exports were madethrough the Port of Santos.

In 2008, $79.1 million of resources were allocated to research on sugarcane, sugar, and ethanolproduction among public and private organizations on research and development, and currently,there are five important events in the sugarcane sector that together mobilized$5.3 million in 2008. The major Brazilian specialty magazines in the sugarcane chain earned $3.9 million, with about 61 thousand copies printed.

The Brazilian Development Bank provided an amount of $3.5 billion for all the companiesoperating in the sugarcane sector, thereby stimulating the development and maintenance of theindustry.


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According to the Union of Workers in the Sugar and Food Industry, the So Paulo State workersreceive health care and food benefits, totally or partially paid by the mills. The average monthlycost paid to health plans is $ 33.00 per person, bringing sales for the health care segment of $125.5 million. With regard to food, it is estimated that the So Paulo sugar mills and ethanol

plants have disbursed about $ 188.2 million (average monthly cost of $ 49.00 per person).

According to the Brazilian Ministry of Labor, the industry in 2008 accounted for 1.28 millionformal jobs, with 481,662 allocated in the field of sugarcane cultivation; 561,292 in sugar millsfor raw sugar production; 13,791 in sugar refining and milling; and 226,513 in ethanolproduction. This represents 2.15% of all Brazilian jobs, highlighting the importance of thesugarcane chain. The figure of 1.28 million workers is expanded if the informal employment isconsidered. Adding the informal employment, there are 1.43 million jobs in the chain.Considering also that every direct job generates two indirect (Balsadi, 2007), a figure of 4.29million people placed in jobs related to sugarcane is reached.

In Brazil, 55% of the workers on sugarcane plantations are illiterate or of low education. Themain responsible for the national figures is the North-East region with more than 80% ofworkers grouped in that category. In the center-south area the rate did not surpass 5%. In thesugar mills and ethanol plants, the proportion of illiterate and low education is slightly lowerthan on the plantations, but it is still very high, highlighting illiteracy in the NE, which in 2008accounted for almost 20% of the workers. However, increased mechanization has created agrowing demand for more qualified professionals. A harvester replaces 100 workers with lowskills, but it requires 10 workers trained in automation and mechanization. Brazilian institutionsare assisting in the formation of this new profile of skilled workers demanded by the industrytoday.

The average income of the workers in the center-south region was $578 per month, and in thenorth-east region it was $362 per month, generating a national average of $512 per month. Thenational wage bill was $738.3 million in 2008.

The total tax was calculated by summing the taxes generated in each link of the sugarcane chain,from the sale of agricultural and industrial inputs to the sale of final products. To eliminatedouble counting and consider just the aggregate tax, the taxes generated in the first links wassubtracted (agricultural and industrial inputs). The result of this estimate showed that the taxrevenues in 2008 totaled about $9.8 billion, and $3.0 billion were generated by the sale ofagricultural inputs and products. Thus, the aggregate tax in the sugarcane sector was estimated at$6.8 billion.

Managerial Implications and Discussion

This study sought to map and quantify the sugarcane chain in Brazil. After the application of themethod, this chain now shows the numbers that indicate its economic importance to the country.The industry figures are impressive, with a turnover of over $80 billion per year and thesugarcane chain GDP is $28.1 billion, equivalent to 2% of the Brazilian GDP.


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This data serves as input for public and private decision making, showing who participates, theinterconnecting links among chain participants and the industrys enormous capacity to generateresources, taxes, and jobs.

Brazil has one of the cleanest energy matrixes and it is estimated that in 2015 ethanol will

represent 80% of the total fuel consumed in Brazil by small vehicles. In addition, Brazil is withnearly 50% of the world sugar market and to the expectation of reaching more than 60% in 5years. This study demonstrated also that the chain involves a tremendous amount of resources,jobs, and taxes, and that its ability to internalize Brazilian development is very large. It is a sectorof fundamental importance for the Brazilian economy.

It was one more application of the Chain Mapping and Quantification method, and as suggestionof future developments and research, further applications of this method in other countries andother chains is a contribution.

References

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measurement of sugar cane chain in brazil

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